Introduction and industry
background
The field of recreation, parks and human
services is an integral part of the modern economy, especially in the urban
areas (US Bureau of Land Management, 2008). This industry caters
for comfort needs of residents in a number of ways. They provide an opportunity
for relaxation, physical exercise and are also at times associated with the
social status; an important feature for business executives. These facilities
may either be public owned or run by entrepreneurs out to make profits. Even
the public facilities are in most cases required to raise sufficient revenues
to cater for the operation costs (US Bureau of Land Management, 2008).
This brings focus on the revenue collection with many of these facilities
charging membership fees, entry fees, or charging for the services consumed
while in such facilities.
The concepts of
strategic management are easily applicable this field where the existing
facilities compete with each other to capture the consumers of their services. This
requires a focus on key strategic management concepts that deal with the
definition of organisational mission, aligning operations to the mission, and
executing the strategies set (Grant, 2007). It is critical that managers pay
attention on their sources of competitive advantage and use such resources to
ensure that organisational goals are met. For a resource to yield a competitive
advantage, it should be valuable, rare, inimitable and organised (Barney, 2010).
The four elements must be present for a sustainable competitive advantage to be
attained in any organisation. In this field, some of the main sources of
competitive advantage may include the topography of the recreation grounds.
Such features are natural and difficult to maintain. Employee skills can also
yield a competitive advantage when implemented strategically in view of the
fact that those visiting such facilities often need to get personalised
services in one form or another (De Wit and Meyer, 2010). Focus on competitiveness
has also seen providers of recreation services come up with value addition
where those consuming their services are able to access many other services
that they may need while at the facilities.
Several challenges face
the industry in contemporary times and this implies the need to come up with a
creative approach to surmount them. For instance, in the modern world
characterised by rising costs of living, more time is being allocated to work
and this means that consumers have less time for pleasure (Mull, 2009). This
and other challenges make it necessary for the industry players to embrace
strategic thinking and the concepts of competitive advantage in order to excel.
This paper discusses such alternatives and makes recommendations on how industry
players can survive in turbulent economic times. The paper evaluates literature
from previous publications and literature touching on strategic management,
competitive advantage and the industry in question.
Focus on strategic management
In strategic thinking, organisations are
required to make decisions on what they intend to achieve and how they are to
go about the achievement of such goals (Chorafas, 2011). The determination of
mission and vision should be informed by a thorough environmental audit that
provides information on what needs remain unsatisfied in the market and how an
organisation fits in the equation. It must also include an analysis of
competitors, their strengths, weaknesses and factors in the macro environment
that could either facilitate or threaten the existence of such a business (De
Wit and Meyer, 2010). Environmental audit can be done on two levels: the macro
environment and the micro environment. The macro environment affects wider
economies and is ably evaluated through the PESTEL model (Cohen, 2004). This
model highlights political, environmental, economic, social, technological and
legal factors. The microenvironment focuses on the industry. It evaluates the
products and services offered by industry players and it also highlights their
general approaches to strategy. With the use of Porter’s five forces model, key
factors that affect the supply chain are taken into consideration (Porter,
1996). Factors to do with supplier power, buyer power, threat of entry, threat
of substitutes and general market rivalry should be evaluated and implications
for the organisation noted and acted upon. Most organisations tend to generate
strategies before going into the implementation in an exercise aimed at
guaranteeing results and minimising risks (Porter, 1996). However, strategy can
be developed through experience where an organisation continues to operate and
mastering its core competencies while refining its operations to suit such
competencies.
The fit between
consumer needs and the services offered by organisations is crucial to the
success of the organisation. It is therefore imperative that managers gather
market intelligence and translate the information gathered into products and
services that consumers require (Sun and Wang, 2011). A market oriented
approach to strategy puts the consumer needs first and uses them as a basis for
defining the mission and objectives of organisations. This approach requires
that a dynamic model be embraced where the product offering changes with
changes in market preferences (De Wit and Meyer, 2010). Alternatively,
strategic managers could opt to target specific groups within a market. Such an
approach would need that market segments that have distinct characteristics and
can be marketed to with ease be determined. The segmentation could be along
social statuses, age, gender, and profession and others.
The application of
strategy also dictates the kind of operational models that are to be used in
organisations where organisations have the option to pursue excellence while
keeping their organisations lean and efficient (Wheelen, 2008). Operations
management directly impact service delivery and customer satisfaction. This
therefore calls for a strategic approach in designing operations and organising
the supply chains. With increased competition that limits prices, organisations
are often left with the option of managing their supply chains and internal
operations in a manner that minimises cost (De Wit and Meyer, 2010). This makes
it possible for them to remain competitive in pricing while realising
sufficient profitability levels.
Strategic management
also applies to the choices made by organisation in its approach to make the
market aware of its products and services. The marketing process must be designed
in a manner that makes ensures effectiveness (Fergusson, 2008). This calls for
the creation of synergy in the marketing mix where product, price, place,
promotion, process, physical evidence and people are combined strategically to
enhance effectiveness (Fergusson, 2008). Of great import in marketing is the
choice of the promotional mix and how effective it is in the face of changes in
the environment. Emerging themes in marketing as influenced by the growing
popularity of the internet and other communication technologies are likely to
be the determinants of how successful organisations become in the modern world.
Of greater importance is a focus on the internal capabilities of an
organisation and how such capabilities can be put into effect to yield a competitive
advantage for the organisation (Drejer, 2002).
Understanding competitive advantage
in organisations
In whichever category an organisation
may be in, there is bound to be plenty of competitors. This means that there is
bound to be competition for the existing consumers of services offered. The
best way to ensure that an organisation can overcome competition in the
industry is to ensure that the organisation acquires and masters resources and
capabilities that can yield a competitive advantage (Cruz and Fill, 2008). This
is in line with the resource based view of the organisation. This theory of
strategic management views organisations as bundles of resources that can be
used to achieve the set goals. The resources in this case refer to actual assets
that are in express possession of the organisation, or those over which the
organisation can exert influence (Barney, 2010). Physical assets, systems and
employees tend to be the most important resources in any organisation. The
resource based view emphasises the organisation of such resources in sequences
and systems that create synergy and capable of yielding a competitive advantage
for the organisations.
Competitive advantage
can either be yielded through the possession of rare resources or the combination
of the resources combined in a unique manner. The VRIN framework describes the conditions
that must be met for a resource to yield a competitive advantage for the
organisation (Barney, 2010). This framework names this conditions are valuable,
rare, inimitable and non substitutable. Valuable means that the cost of
acquiring and maintaining a given resource should be lower than the benefit
derived from such an asset. Where the
cost exceeds the benefit, such a resource ends up being a source of strategic
disadvantage and therefore not good for the organisation (Johnson, Whittington
and Scholes, 2011). Rare means that the asset or capability should not be
readily available. Being rare should specifically refer to a situation where
the demand for an asset or its benefits is much higher than the existing supply
(Barney, 2010). In the recreation, parks and human services field, some of the
rare resources may be a fitting topography that may help add value to the
unique experiences that consumers seek.
Inimitable means that
the asset should not be easy to imitate. For instance, the special
relationships that exist between brands or employees with consumers may be
difficult to replicate (Hughes, 2011). Such relationships are unique. Physical
assets that may be difficult to replicate may include the possession of plots
of land whose features cannot be imitated even with the use of technology. Non
substitutable means that the asset or benefits derived from it cannot be
derived from other assets (Hughes, 2011). Consumers tend to look for unique
experiences and the possession of assets and capabilities that bring out such
experiences can be very valuable to a given organisation.
Where there is no
valuable resource, the organisation has a competitive disadvantage. Where such
a valuable exists, the organisation is at par with competitors. If the resource
is rare, this is what yields the organisation a competitive advantage (De Wit
and Meyer, 2010). Further considerations should be done to determine to what
extent the competitive advantage is sustainable. The valuable and rare resource
can yield a sustainable competitive advantage if it is inimitable and non
substitutable. Where the two latter conditions are not met, such a competitive
advantage is only temporary and can easily be reversed when competitors either
imitate or substitute the resources and capabilities effectively (Barney, 2010).
Whereas traditional
business models have been the ones paying greater attention to the concept of
strategic management and the concept of competitive advantage, it should be
appreciated that players in the recreation, parks and human services field are
bound to benefit substantially by adopting the same approaches (Mull, 2009).
This is because they face the usual dilemmas faced by businesses and they are also
bound to benefit by mastering the art of customer satisfaction, operational
efficiency and survival in the increasingly competitive markets.
The recreation, parks and human
service field
Main players in industry
The main players in this industry are
the providers of recreation services: those who run the facilities. Parks and
recreation centres are facilities that are provided to allow consumers to rest
in atmospheres that bring about refreshment (Reeder, 2005). Many government
departments tend to reserve grounds where residents can use as parks. The parks
are mostly open spaces that have been creatively designed to create a serene
and unique atmosphere: places where users can visit to simply rest reflect and
at times socialise (Ministry of Tourism, Sport and Arts, 2007).
While many of the parks may be run by government departments, many more are run
by private businesses with an aim to make profits. Such parks are
professionally run as business organisations and with specific targets which
may range from general relaxation to provision of opportunities for sports and
activities such as cycling, basketball and a host of other sports. Recreational
centres offer similar benefits as many parks with many of them having in house
services in addition to the open air facilities availed (Ministry of
Tourism, Sport and Arts, 2007). Many of these tend to take the forms
of sports clubs where socialisation and sporting activities are the main focus.
Revenues in these
facilities are collected through subscription where members of the facilities
get to pay membership fees. Such fees can either be monthly, quarterly or even
annual. Other sources of revenue could be entry fees for parks and through the
sale of products and services that are offered on site (Mull, 2009). For
instance, many of the recreation centres tend to provide eateries where their
members can enjoy meals and drinks in between their activities or while
socialising. Further revenues could be raised by hosting events such as
celebrations, group outings, weddings and others. This industry works hand in
hand with hotels and other players in the tourism and hospitality industry (Ministry
of Tourism, Sport and Arts, 2007). In fact, it is quite common to find
players in this sector working in partnership with hotels and pubs that are
located either within their grounds or in close proximity.
The main customers in
this sector are individuals who visit such facilities to unwind and socialise. Parks
and recreation centres tend to attract different classes of customers:
depending on the nature, location and pricing of such parks (Mull, 2009).
Public parks are often frequented by members of the public who may visit such
areas to relax and socialise with friends and colleagues. In most cases, the
public parks, whose entry fees tend to be at the bare minimum, tend to attract
individuals and families from the low earning segment of the society (Ministry
of Sustainable Resource Management, 2004). Such parks tend to
have several recreation facilities that allow for both parents and children to
have fun. Amusement parks are particularly designed to accommodate children
whose main preoccupation is playing and having fun. In most cases, public parks
tend to be located in the urban centres or in proximity to residential areas.
Privately owned parks tend to charge higher prices in what may be seen as an
attempt to attract certain segments of the society ranging with middle income
earners to the high income earners (Mull, 2009). The same applies to recreation
centres where various centres tend to advance brand images that associate them
with certain classes of individuals. For instance, a recreation centre such as
a sports club may specifically target middle and top level managers in the
corporate world. Such centres tend to serve as good venues for business
managers to gather intelligence on market developments, or even to secure
business contracts. It is important to appreciate that consumers are generally
choosy and will only consume services that they consider to be in line with
their likes and social status. The comprehensiveness of services provided in
such facilities can be a main factor where a customer will prefer to enjoy
additional services while relaxing or enjoying the unique services sought (Ministry
of Sustainable Resource Management, 2004).
Suppliers form a very
crucial component in the industry. These suppliers may range from the owners of
land, landscapers and designers, security personnel and suppliers of materials
necessary for service delivery. The owners of land may either be government
departments or private landlords who lease out their land for given periods of
time to the developers (Mull, 2009). In most cities around the world, various
plots of land are reserved in the city centres or in close proximity to the
cities for use as parks. Such parks are in addition to providing an opportunity
for resting and amusement among consumers a source of exotic beauty in the
cities. Other crucial members of the supply chain are landscapers and feature
designers. These tend to be professionals who are skilled trained in the art of
using natural features, plant and other materials to bring out the desired
effect (Ministry of Sustainable Resource Management, 2004).
Experts in the field advise that relaxation is best achieved through focus on
nature (Mull, 2009). Plants and materials predominantly made of natural
materials are a common site in parks and recreation centres. The landscaping
can also be done in a manner that directs the flow of wind in a certain
direction hence making such parks extremely refreshing. Landscapers and feature
designers are mostly separate suppliers who are paid to provide the service and
guide park operators in maintaining the themes as designed.
Other suppliers include
providers and developers of materials used for developing amusement facilities;
especially those meant for families and children. There may also be suppliers
of essential services such as security where the management of the parks opt to
outsource the services (Pasadena, 2012). Where parks opt to diversify into
provision of food and drinks, suppliers may range from the providers of raw
materials to providers of the cooked food and drinks depending on the operation
models and the level of outsourcing. In recreation centres where various human
services are offered, suppliers tend to include the suppliers of such services
or suppliers of materials needed with the determinant factor being the
operational models in place. General administration tend to include materials
necessary for ticketing, storing intelligence and others with suppliers of
computers, printers and other electronic devices playing a key role (Mull,
2009). On the consumer’s side of the supply chain, marketing agencies play an
integral role in popularising the parks and recreation centres and are in many
cases credited with the growth in revenues in many of the facilities.
Application of strategic management
The application of strategic management
to the recreation, parks and human services field largely borders on the 4ps of
marketing which describe product, price, promotion and place. Strategic
management demands that the four elements be combined in a manner that ensures
that there is synergy and that ensures that any positional disadvantage in
relation to one or more of the Ps are overcome with relative ease (Haberberg
and Rieple, 2007).
The product offering
should include the range of products and services offered to the market. These
should be in line with the specific needs of the markets targeted. For
instance, where the target for the parks is children, there should be adequate
equipment allowing for the children to play. Where the target is singles that
may be dating, the design of the parks should provide an exotic outlook that
adds meaning to the consumers (Ministry of Sustainable Resource
Management, 2004). The same applies to parks intending to attract
families where ample provisions for drinks, food and family picnic settings are
put in place. Other provisions can include the provision of uniquely designed
camping sites where people could frequent and create their own experiences
without interference. The product offering may also refer to the need for the
parks to do value addition where various services are introduced to keep
consumers happy. For instance, parks and recreation centres can be equipped
with various personnel whose role is to engage children in programmed games in
addition to the amusement facilities available (Reeder, 2005). Depending on the
nature of the interaction between the consumers and such personnel, great
levels of satisfaction may be achieved and that would certainly lead to
repeated visits by such consumers.
Where sports persons
are the main target, or where the consumers are persons engaging in regular
exercises, the business managers may opt to introduce sports trainers and first
aid personnel to help such consumers whenever need arises. Such value addition
helps in the cementing of brand loyalty among such consumers. Many other sports
facilities tend to have the tendency to organise celebrations during
festivities where customers can attend and enjoy unique experiences (Ministry
of Sustainable Resource Management, 2004). For instance,
recreation parks in the City of Westminster are known for their affluence in
organising events in times of festivity such as valentines, Easter and other
holidays. Value addition can also refer to the provision or modification of
facilities to factor in the needs of consumers that may be disabled. Such
considerations may demonstrate the commitment of the management towards
ensuring that societal needs are catered for and contribute to the parks’
management being seen as human and therefore worthy of regular visits by the
consumers concerned. Similarly, recreation centres targeting the business class
tend to provide serene atmospheres in selected places to allow their clients to
have quiet discussions and seal business deals.
Price may be expressed
in terms of subscription fees, entry fees and the prices of products and
services offered on site (Mull, 2009). Various industry players opt for
different pricing models depending on the type of consumers targeted. For
instance, parks that are generally open to all members of the public tend to
have no subscriptions: they tend to prefer making use entry fees where a
certain nominal value is charged at the entrance with rates varying for adults
and children of various ages (Reeder, 2005). Variation in such prices may also
be applied to categories with students of certain institutions often accorded
special rates. Such entry fees will often exclude any additional services
within the park that may be charged separately. For membership clubs and
recreation facilities, the pricing models often include the use of registration
fees and annual subscription fees. Such fees may be payable annually, semi
annually or even monthly with the aim of making such fees easy to pay for
consumers. While price competition is not foreign to this industry, it must
also be appreciated that premium pricing tends to work very well for
organisations targeting given social statuses (Ministry of Tourism,
Sport and Arts, 2007). Where a centre’s membership is dominated by CEOs
and senior managers in organisations, customers may be more attracted to higher
prices than to lower ones.
Location factors in the
industry tend to be inflexible. Most of the facilities tend to be in a fixed
location and therefore not able to be moved depending on the desires of the
customers. In most cases, the availability of land and desired features dictate
where parks and recreation centres can be established (Ministry of
Tourism, Sport and Arts, 2007). Location can be a major source of
advantage especially where they are in close proximity to the target customers.
Those that are located near features such as rivers, ridges and others tend to
provide the unique opportunity for customers to reconnect with nature and feel
refreshed.
The composition of the
promotion mix is among the main considerations that the managers in the industry
need to weight carefully. With a firm focus on the strategic outlook of their
organisations, managers need to ensure that the promotional mix yields the
greatest result. Players in the industry tend to intensify their promotional
activities during peak seasons with an aim to attract the masses that engage in
group outing and festivities during holidays. The use of the internet is also
on a rapid rise with social sites expected to play an integral part (Holbeche,
2009). Social parks provide unique opportunities for groups to socialise and
the use of social media is often seen as a fit between the nature of the
services and the medium of communication. Other modern approaches that could be
used include viral marketing. Traditional media of advertisement should also be
engaged. Other approaches that can reinforce the advertisements include the use
of discounts which could be applied in specific times. The use of coupons is
increasingly common in industry players in the US and UK where coupon holders
can access the services on offer at a reduced cost. The sales promotions could
also take the form of free services being provided to those who pay entry fees
or some other basic payment with an aim to boost the numbers visiting such
parks. The promotions could also take the form of offering special rates to
persons entering the facilities in groups and for various occasions.
The important thing in
designing the elements of the 4Ps is the creation of synergy between the
elements. The definition of the products and services on offer should reinforce
the location advantages. The pricing strategy offered should either be a
reflection of the value of products and services offered or an expression of
the organisation’s intention to provide value for money and offer affordable
products and services for consumers. In the design of the promotional mix, the
other elements of product, price and place should take centre stage. Equally
important are market perceptions which in turn shape the manner in which the
marketing messages are to be perceived. Such elements are designed with the
desired objectives in mind.
Sources of competitive advantage
As has been mentioned, resources must
possess the four qualities in the VRIN framework in order to achieve a
sustainable competitive advantage for the organisation (Hill, Jones and Galvin,
2004).
The major sources of
competitive advantage are natural features. These features bring out unique
properties that are difficult to replicate or substitute. For instance, a park
could be located near mountain ranges where customers enjoy the beautiful
scenery while at the premises. The same could also be the case where a park is
near special features such as waterfalls where customers get to enjoy the
refreshing experiences that are often associated with such waterfalls. Such
features are provisions of nature and are difficult to replicate. For instance,
for one to recreate a waterfall to an extent that it appears natural, the cost
would probably surpass the foreseen benefits and the result would be having a
resource that is not valuable. This would indeed be a source of competitive
disadvantage instead of being a source of competitive advantage. Parks and
recreation facilities in possession such resources or in possession of
exclusive views to such resources tend to have a competitive advantage as they
provide unique experiences which customers tend to want to enjoy from time to
time. Niobrara State Park (US) is situated at a confluence of Missouri and
Niobrara rivers and this gives the visitors to the park a unique experience
characterised by the refreshing feeling normally associated with waterfalls
(Niobraska, 1997).
Another source of
competitive advantage in the industry could be described as the brand. Certain
facilities tend to be associated with certain events or certain reputations
that make them stand out above the rest. Recreation is a social activity and it
is often strongly influenced by culture and general perceptions. The role of
strategy is to ensure that the sources of competitive advantage are developed
and maintained and this involves the use of branding and design to do so where
land and proximity to natural features is not achievable (Hubbard, Rice and
Beamish, 2008). The branding efforts can be done to associate given facilities
with various activities. For instance, the creation of parks that specifically
attend to the needs of customers wishing to go camping can establish them as
premier campsites. With proper branding, such perceptions can be maintained in
the long run leading to the creation of a sustainable competitive advantage.
Competitive advantage
does not have to be derived from a single resource. It can also be derived from
a combination of resources in a manner that brings out a unique theme (Barney,
2010). For instance, parks and recreation centres to be associated with given
lifestyles and class can have the service delivery processes and physical
features designed in a manner that brings out such themes. For instance, a
facility targeting business executives could be made serene and bring out a
reflection of the serious and mature nature of the target customers while also
providing an atmosphere that enables relaxation and reflection. Similarly, a
facility that targets sporty individuals that would want to engage in physical
activity should be designed in a manner that reflects a rare of vibrancy. The
uniqueness of the designs can be done in such a way that any customer that
walks into the venue feels like engaging in physical exercises immediately they
are there (Mull, 2009). This is where the unique capabilities of the
landscapers and interior designers come in.
The designs in most
cases tend to bring out a given them. For instance, singles on a date would
most likely prefer to go for parks whose designs bring out a romantic theme.
Similarly, those on family outings would want atmospheres that reflect on the
vibrant nature of the family with provisions for entertainment, games and other
amusement activities readily provided for. The topography of the parks is known
to be the main contributor towards the creation of a competitive advantage in
parks and recreation centres (Reeder, 2005). The designs should be done in a
manner that complements or enhances the natural features in the areas where the
parks are located.
Consumers mostly tend
to opt for services that present them with unique experiences. They want to
feel at home whenever they are at the recreation venues of their choice. These
experiences can be created through the manner in which the employees at the
centres treat such customers. This is where employees become a source of
competitive advantage. The use of employees to create a competitive advantage
using their unique capabilities is a practice that is gaining currency in the
business world (Chorafas, 2011). In most cases, where unique skills and
capabilities are possessed by employees, they tend to bring out a unique aspect
of the organisation and this could be used to create the unique experiences for
customers. Managers in the industry therefore need to have the ability to
identify the unique capabilities of their staff members and use such
capabilities to create a competitive advantage. These capabilities could be
combined with appropriate service delivery processes that bring out the desired
effect.
Competitive advantage
and focus on how it can be achieved is integral to the successful running of
parks and recreation facilities (Mull, 2009). It helps in yielding the desired
profits by making the facilities in question the choice destination of the
target customers. This advantage can either be realised due to location factors
where the nature of the land or proximity to desired features are concerned or
due to a synergy created between the resources available and the unique
capabilities of the employees and suppliers involved in service delivery.
Conclusion and recommendations
Strategic management dictates how well
an organisation can achieve its objectives. It seeks to predetermine the path
the organisation must walk by focussing on the organisation’s purpose for
existence. It also defines the objectives that need to be achieved within the
time limits set and the manner in which such objectives are to be achieved. It
focuses on the capabilities of the organisation, the resources possessed and seeks
to define a way in which they can be used to achieve the goals set. Strategic
management also guides the approach that the organisations need to take in
relation to marketing where market preferences and perceptions are taken as an
integral part of the strategy formulation process. The main emphasis in
strategy is the use of resources and capabilities possessed in order to achieve
the organisational goals set.
This focus on resources
and capabilities brings to the fore the provisions of the resource based view
of the firm and the concept of competitive advantage. The resource based view
of the firm presumes that an organisation is a bundle of resources which are
organised in order to deliver on the organisational goals. The concept of
competitive advantage on the other hand focuses on such resources and
capabilities and focuses on how they can be used to yield a competitive
advantage for the organisation. The VRIN framework defines that the resources
ought to be valuable, rare, inimitable and non substitutable for them to yield
a competitive advantage to organisations.
The general provisions
of strategic management are applicable to the parks, recreation and human
services field where need to align organisational practices to the preferences
of the target markets arises. In the designing of the specific nature of the
marketing mix to be adopted, industry players should factor in the needs of
their target markets and make provisions that guarantee effectiveness. This
would call for the provision of products and services that that provide for the
needs identified. It also implies the need to embrace a pricing strategy that
reaches out effectively to the customers. Where a high-lifestyle clientele is
involved, the pricing model should be premium and vice-varsa. Promotion tends
to be the most dynamic element of the marketing mix as it requires a fit
between the mix adopted and the frequently changing market perceptions and
preferences. Advances in communication technologies are also expected to play
an integral role in the shaping of the promotional mix to be adopted. These
elements tend to yield the greatest success where the organisation possesses a
competitive advantage over other industry players.
The greatest sources of
competitive advantage in parks and recreation facilities tend to be the
possession of unit features within their premises or in their proximity. For
instance, parks situated near mountain ranges and waterfalls tend to attract
large numbers of visitors whose main attraction is the natural features. Such
advantages are inimitable and non substitutable. Where natural features are
absent, the industry players still stand an excellent chance to create a
competitive advantage. This can be done by organising the resources and
capabilities that brings out synergy. Among the aspects that could be exploited
in this regard include the use of special designs both in the surroundings and
in the interior of the buildings. Good designers could recreate given themes
with remarkable effectiveness. Similarly, organisations could use the special
capabilities with staff members in conjunction with a corresponding service
delivery process and thereby achieve a competitive advantage. In many cases,
branding may work when done effectively. The special relationships between
brands and customers are in most cases unique and inimitable.
Any player in the
industry should embrace the strategic management concepts usable in business
practice as they are very applicable in this industry. Like any other
businesses, industry players are faced with stiff competition for customers and
must therefore have clarity of vision as well as clear focus on positional and
operational advantages that could help them overcome competition and achieve
their desired goals.
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